Success in today’s competitive market demands constant innovation. AZO has done exactly that by establishing an Engineering Development Program aimed at cultivating well-rounded engineers, enhancing internal knowledge, and ultimately future-proofing the organization. This blog post will take a closer look at AZO’s approach to hiring, training, and nurturing engineering talent.
The Inception of AZO’s Development Program
As more team members near retirement, AZO noticed an opportunity to plan ahead and formalize a hiring and training process. This realization led to the creation of the Engineering Development Program, a structured initiative designed to prepare young talent for a variety of roles across the company’s departments, including engineering, sales engineering, and customer service.
The program was built around university career fairs where AZO actively sought new graduates, committing to hiring at least one new engineer per semester. This long-term commitment not only helped address the company’s staffing needs, but also created a nurturing environment for young engineers who may still be uncertain about their future career paths.
Program Structure and Evolution
Initially, the program was designed to span three years. However, AZO valued feedback from participants, which showed that this duration was often too long for new hires. Many young engineers felt hesitant about committing to such a lengthy program early in their careers. In response, AZO adjusted the structure, reducing the program duration to around 18 to 24 months. This made the program more attainable to potential candidates without compromising the quality of training and exposure.
To streamline the process, engineers now start in the core project engineering department, followed by rotations in application engineering, sales, and customer service. By the time they complete the program, these engineers have a solid understanding of AZO’s operations from multiple perspectives, which has proven to be beneficial for both the participants and the company.
The Impact of the Program on AZO’s Culture
The rotational aspect of the program has had a significant impact on AZO’s internal culture. Engineers gain first-hand experience in various departments, leading to greater empathy and understanding of how each division contributes to the company’s success. For example, engineers who once had little exposure to sales now find that they understand and appreciate the sales process more. This holistic experience has fostered a culture of collaboration, as engineers can empathize with challenges in other departments.
Moreover, the program prepares engineers not just for technical roles but for future leadership positions. As Jeff Gaines, one of the program leaders, explained, participants are encouraged to take an active role in recruiting and mentoring newer candidates. This opportunity allows young engineers to build valuable managerial skills early in their careers.
Personal Experiences from Graduates
Griselda Matos, a graduate of the program, shared her unique journey at AZO. She started as an intern and quickly saw the potential of the rotational program. Through her time in the program, she gained hands-on experience in various departments, allowing her to discover where her strengths and interests lie. Today, she’s on a project management track, a role she feels well-prepared for, thanks to the comprehensive training she received.
Griselda also highlighted the value of mentorship throughout the program. Working under the guidance of seasoned professionals, she learned not only technical skills but also how to navigate complex projects and relationships within the company. This mentorship aspect has been one of the key strengths of the program, enabling engineers to learn from the expertise of their colleagues.
A Model for Future Success
The Engineering Development Program at AZO has proven to be a successful initiative, both in terms of training and retaining talent. By providing a structured yet flexible training environment, AZO has created a pipeline of well-rounded engineers who are equipped to tackle a variety of roles within the company. The program’s ability to adapt and improve over time ensures that it remains attractive to young talent while continually meeting the company’s evolving needs.
As the program continues to evolve, it promises to further enhance AZO’s internal culture, preparing the next generation of engineers to not only excel in their roles but to also become future leaders.
This article was written from a conversation held by AZO's Griselda Matos, Jeff Gaines and Mike Miller.